Measuring Customer Effort
|
|
- Godwin Price
- 8 years ago
- Views:
Transcription
1 Measuring Customer Effort A hassle free introduction Craig Strudley Research Director
2 Measuring Customer Effort The idea of a Customer Effort measure was first introduced back in 2010 when the Harvard Business Review published an article entitled Stop Delighting Your Customers. The authors bold claim was that effort involved in customer service interactions was more predictive of churn than other more established measures, such as NPS or CSat. In 2013, Matthew Dixon, Nick Toman and Rick Delisi expanded upon the original idea in their book: The Effortless Experience. As the title of the original article suggests, the premise is that customers have no real desire to be surprised and delighted ; they just want interactions with their providers to be as fast and simple as possible. Any companies that prove hard-to-do-business-with are risking customer defection. In the hectic modern world, it s an idea that certainly has a ring of truth. In our recent benchmarking study, SPA Future Thinking asked a representative sample of 3,500 UK adults about the services they used. Banking and credits cards. All manner of insurances - from cars and houses to pets and health. Roadside and home emergency cover. Gas, electricity and water. Broadband, home phone, mobile phone, Pay-TV. The list goes on. Most individuals could easily name at least 20 service providers that they have a relationship with; is it any wonder that we crave an effortless experience? But is Customer Effort really the best measure of customer experience we have? We know from our own clients that the concept is gaining traction in a number of boardrooms across the country: This is a simple concept to understand something which is always appealing at the highest levels. Provision of a basic level of service (as opposed to going the extra mile ) holds appeal as a more cost effective option. Combine lower costs with improved retention rates and there are clear financial benefits. But, as with NPS, we do not believe Customer Effort is the whole answer and each organisation must be aware of how to use it. In this hassle free introduction we tackle some of the key considerations for any organisation looking to adopt Customer Effort (CE) as a measure. 1
3 1. Be clear on your objectives An obvious starting point; what are you trying to achieve as an organisation? Where you are as a business and current levels of customer satisfaction are going to dictate the relevance of CE at this time. For instance, if recent CSat scores have been poor and you are haemorrhaging customers as a result, it is likely that your current strategy goes no further than actions designed to get the basics right; CE is directly relevant here. But CE isn t just for companies struggling with customer satisfaction. A staple of many business leaders, the book The Discipline of Market Leaders by Treacy & Wierseman, suggested that no company can truly become a market leader by trying to be all things to all people. Instead there are three value disciplines that can be adopted to command leadership in a particular market. The first value discipline, Customer Intimacy is all about delivering exactly what individual customers want. If anything, this directly contradicts the CE edict of Stop Delighting Your Customers. Here CE can be viewed more as a hygiene factor than anything else. The same can be said of another value discipline; Product Leadership. This is simply about having the best product /service available, so customers want it, no matter what. However, the final value discipline was identified as Operational Excellence ; defined as an approach to the market whereby the company aims to provide the lowest cost goods and services, while at the same time minimising problems for the customer. If it is operational excellence that your company is striving for, and many are, the measurement of customer effort seems an obvious fit. 2
4 2. Is there a genuine link between customer effort and loyalty? This is the premise of the The Effortless Experience and needs closer examination. We have been measuring CE in some form or other for a number of our customers since the concept was first introduced. Comparing effort levels against customer retention rates does show a clear link. That said, we also measure NPS and CSat and similar links exist. In truth, the strength of relationship varies by industry and touchpoint; more on that later. Our recent study also showed there to be a strong link between CE and intention to continue being a customer of this company. Again, the correlation varied by service and recent customer experience but, at a total level, the results suggest there is a strong relationship between ease of doing business and retention: Relationship with Loyalty (Pearson Correlation) Value for Money Customer Effort CSat NPS Further analysis also revealed the following: Last Touchpoint Low Effort 90.2% High Effort 32.5% % Customers likely to continue being a customer of this company On average, approximately 82% of respondents stated they were likely to remain a customer of the service we asked them about; therefore, in some respects, it can be said that a low effort experience does encourage loyalty. However, a more striking result is that just 1/3rd of customers who reported a high effort experience stated that they were likely to remain a customer. This leads to an obvious conclusion: High customer effort drives disloyalty 3
5 3. So, is Customer Effort just about the loyalty / disloyalty of existing customers? Or, does Customer Effort have other uses, such as driving sales? Our recent study highlighted that cost and quality are consistently stated as the most important factors when selecting a service provider. When selecting a provider, how would you rate the following factors in order of importance? Top 2-Box: 1st and 2nd Most Important Cost 67.0% Quality of the product 48.3% Customer service 19.9% Terms of the contract 19.0% Reputation of the provider 16.7% Ease of set-up 11.2% Speed of response 9.0% Word of mouth / recommendation 8.8% Factors which are more logically associated with Customer Effort, such as ease of set-up and speed of response are rated as relatively unimportant. Ease of doing business is a relative unknown until you have signed-up. It is logical that Customer Effort is more important to retention than driving acquisitions. But that s not the end of the debate; one of the rewards the authors of The Effortless Experience associate with an improving CE score is increased advocacy. Our study shows that a relationship between CES and NPS does exist. Indeed, it s stronger for some industries than others. It s difficult to establish causality, but a commonly held view is that CE has a direct impact on customer satisfaction and customer satisfaction has an influence on likelihood to recommend. If, as Frederick F. Reichheld stated, NPS is the The One Number You Need to Grow then CE cannot be entirely ignored as a contributing factor, even if a direct link to acquisitions is harder to prove. 4
6 4. Customer Effort is not applicable to the entire customer experience. This is one of the major challenges and why CE may not be relevant to all businesses. For CE to be measured, it stands to reason that a customer interaction must have taken place. Touchpoints are predominantly (but not exclusively) related to contact with customer service centres. In other words, key elements of the relationship are ignored; value for money, product quality, service reliability and so on. So, while CE can be used for virtually any customer interaction, there may well be a more relevant measure for a touchpoint. Indeed, where these touchpoints are generally few and far between, CE really only serves a purpose as a complementary measure to old favourites such as NPS and CSat. Customer Effort is not as relevant to all businesses or customer interactions Furthermore, our research shows that the type of interaction also plays a part. Claims and call-outs: The strength of relationship between CE and retention increases for touchpoints such as claims and call-outs. The whole point of taking out insurance of any kind is to cover yourself should an unfortunate circumstance occur. If the experience is not a good one, it is clear that a customer might consider their options. Complaints: Another touchpoint where CE is of real importance is the complaints process; too many companies seemingly make it too difficult to complain. All the evidence is that by making the process as simple as possible, there is still hope of retaining the customer if the resolution is acceptable. Indeed, a satisfied complainant may well tell others of their experience. Enquiries: On the flipside, an effortless experience is less important if simply enquiring or conducting a simple task, such as changing contact details. Although not desirable, a painful experience is unlikely to be terminal for less important touchpoints. So, following on from above, the application of CE will depend on the business type and the key customer touchpoints. Our research demonstrated that correlation between CE and loyalty did indeed vary by industry. 5
7 5. Effort isn t everything. If the customer touchpoint is purely transactional (e.g. changing your details, paying a bill), then there is a clear desire to make the whole process as quick and effortless as possible. This is certainly true for anything online or self-service. But this does not mean we want everything to be automated or that we are happy to speak to cold, but efficient robots. For certain touchpoints, interpersonal and emotional factors come into play. Basic courtesy is seen as a hygiene factor but empathy and friendliness can play a major part. Imagine calling your insurance company to make a claim regarding stolen family valuables; yes, you certainly want a hassle-free experience, but you may more want more than that. An understanding voice on the end of the phone that you trust to sort out your claim could greatly enhance your customer experience and could well be worth more to you than getting through a little quicker. Again, the message is that other measures should be included alongside pure CE to get a more rounded picture of the complete experience. 6
8 6. Don t ignore the root causes. It is usually better to concentrate on solutions that will negate the need for customers to contact the company in the first place. An obvious statement, but an angle that is often ignored. Many interactions are out of the control of the company (e.g. changes to personal details) or even desirable (e.g. renewing or upgrading). But, of course, many interactions are not; any contact related to a product / service issue, billing mistake or any other problem is best avoided. Instead of concentrating on how such touchpoints can be effortless for the customer, the priority has to be to eradicate the root causes. For instance, measuring CE with a complaints department and seeing an improvement could be masking a whole range of more fundamental issues, including the actual number of complaints. A more effortless complaints process might mean you retain a greater proportion of these unhappy customers, but if the number of complaints is increasing at a faster rate, it really is the wrong policy. This seems obvious, but is a clear example of why businesses should not rely entirely on a single measure. 7
9 7. Simple or too simple? Overly complex measures, such as composite Customer Satisfaction Indices have never played out well in the boardroom. They also have the drawback of being hard to explain to employees; buy-in to a customer experience strategy is hard to achieve if you don t really understand how your actions impact on success. NPS was a breath of fresh air in this respect; not only was it perceived to be a powerful predictor of financial success, it was undeniably simple. However, simplified metrics can never paint the entire picture; this has always been one of the dangers associated with over-reliance on NPS and the same pitfalls exist for CE. 8
10 CES for your business If after considering everything above, CE still seems to have merits for your business, you will want to introduce a measure into your customer experience tracking. STEP 1 Customer Effort Score In the The Effortless Experience, Dixon, Toman and Delisi suggest the following wording as a basis for measuring effort: To what extent do you agree or disagree with the following statement: The company made it easy for me to handle my issue The question is asked on a seven-point scale from Strongly Disagree to Strongly Agree. The exact wording can be modified to suit the relevant touchpoint e.g. The company made it easy for me to renew ; as long as the question construct is consistent, we can compare touchpoints. This question wording has proved easier to grasp than previous iterations and returns better results. Simply changing the end of the question to suit different interactions gives you an idea of whether CE is a good measure for a particular interaction; if it simply sounds wrong, then the chances are it is. STEP 2 Diagnostics Like many measures, the power of CE is only unlocked if we can actually understand what is driving the ups and downs. In actual fact, CE does have advantages over NPS here as brand effects are far less of a factor. Key Driver Analysis related to CE will be able to identify the processes where improvement would have the greatest overall effect on effort and ultimately to retention. As with any good research, the trick is to include the correct diagnostic questions alongside the CE question in the survey. If all possible elements of the process are covered, analysis will determine where the issues lie. For businesses in the early stages of customer experience measurement, qualitative approaches are often a good starting point to understand what a survey should be covering. For those businesses where tracking is more established, the key dimensions are often already known but a refresh cannot harm once in a while, especially as technology and processes evolve along with customer expectations. 9
11 CES for your business STEP 3 Implementing Actions Actionable Insight! No paper related to market research can be complete without these two words; but how does CE stack up in this respect? We know how much effort our customers are putting in and we know the process elements that are causing them pain. The final step is to implement actions that improve the situation. Dependent on the issue, the fix may be obvious. If the key driver is identified as length of time until my call is answered then the aim has to be to get calls answered quicker! But it s not always as simple; open-ended questions should also be included so that customers can provide more specific feedback on how to make their interactions easier. If worded correctly, additional insight can be shed on even the most obvious actions: I had to wait 10 minutes. I expect to wait 5 minutes but 10 minutes is too much!! STEP 4 Roll it Out A familiar challenge for those who are involved in the measurement of customer experience within their business is getting the rest of the business to actually care! The introduction of a new measure often requires a business to refocus priorities and even a cultural change. As previously stated, customer effort is an easy concept to grasp and that is one of the advantages when it comes to communicating this through a business. The use of infographics should help and, if you really want to get people s attention, bonusable targets should do the trick! 10
12 Final thoughts... When monitoring customer experience, all businesses would be wise to consider both macro and micro level KPIs: NPS and CSat can be viewed as macro KPIs; they measure overall perceptions of the entire experience. Indeed, NPS goes wider still by incorporating brand sentiment. The measurement of Customer Effort relates more to individual touchpoints i.e. the micro level. Macro indicators are not always a good fit at touchpoint level; in this respect CE is a valuable new tool. Customer Effort isn t really suited to be a standalone measure but, in certain circumstances, there are arguments to suggest that it could be a lead measure. But, to reiterate, we do not believe Customer Effort is the whole answer and each organisation must be aware of how to use it; hopefully we have given you some help in this respect! Selling Points A simple concept to understand; appealing in the boardroom and easy to communicate throughout the organisation. A genuine link with customer retention; high effort drives disloyalty. Demonstrates that it is not necessary to delight customers in order for them to remain loyal. Very relevant to businesses with many customer touchpoints and those striving for operational excellence. Better suited than CSat or NPS for measuring performance at a micro-level and for understanding whether the basics are being executed correctly. If accompanied with the correct diagnostic questions, can result in specific actions for each customer touchpoint. Reservations Simplified metrics can never paint the whole picture; needs to be used as part of a toolkit rather than a standalone measure. Requires a genuine customer interaction in order for a measurement to take place. Not as appropriate for all touchpoints. Not as well-suited to businesses looking for product leadership or customer intimacy. Equally, not a key driver of acquisition; less useful for those looking to expand their customer base. Ignores interpersonal and emotional factors. Concentrates on effortless resolution of issues rather than eradicating issues in the first place. 11
13 About us Craig Strudley, Research Director at SPA Future Thinking This year, Craig will be celebrating 20 years in the world of market research. During that time he has worked with numerous clients across a range of sectors. Whereas it s fair to say that all have shared the common goal of measuring and improving customer experience, the solutions have often been very different. Craig is a firm believer in working with companies to design or adapt bespoke research programmes that meet individual objectives. He joined SPA Future Thinking in 2010 where he is currently a Research Director in the Services team. craig.strudley@spafuturethinking.com +44 (0) SPA Future Thinking is dedicated to providing innovation, intelligence and inspiration through research that identifies new opportunities, evaluates your markets and drives business growth. With combined industry experience of over 40 years and offices in the UK and Europe, SPA Future Thinking provide genuine research expertise and understanding across a wide range of industry sectors. Our staff have a mix of agency and client side experience, providing you with a better understanding of your business needs; we have the confidence to deliver not just findings but business recommendations that deliver success. For more information about the company please contact John Whittaker on +44 (0) or at john.whittaker@spafuturethinking.com 12
customer effort How to use Customer Effort as a Customer Experience Measure Stuart Crawford-Browne
customer effort How to use Customer Effort as a Customer Experience Measure Stuart Crawford-Browne Is Customer Effort an appropriate measure to consider as a customer metric for businesses that are committed
More informationNavigating the Alphabet Soup of Survey Methodologies. David Jackson CEO, Clicktools
Navigating the Alphabet Soup of Survey Methodologies David Jackson CEO, Clicktools Life used to be simple. People charged with implementing customer feedback programs had one focus for their surveys: customer
More informationThe Simple Way to Measure Customer Experience. First Briefing Paper
The Simple Way to Measure Customer Experience First Briefing Paper 2014 1 The Simple Way to Measure Customer Experience 1.1 Measuring Customer Experience Customer experience ( CX ) is the sum of all the
More informationWhy Outsource Your USP?
Why Outsource Your USP? Sarah Metcalfe Customer Service Manager, SureFlap Ltd. 1 st October, 2014 Email: s.metcalfe@sureflap.co.uk Phone: 01954 266003 Twitter: @AskSureFlap Who are SureFlap? I can't think
More informationWe hear you - putting our customers at the heart of everything we do
We hear you - putting our customers at the heart of everything we do Virgin Media is the largest Virgin company in the world The second largest residential broadband provider in the UK The UK s largest
More informationWhat your customers want In a world full of contact channels
Maintaining the human touch in customer service What your customers want In a world full of contact channels Research by Echo Managed Services - published December 2015 Customer satisfaction in a multi-channel
More informationOne is a Lonely Number: Especially When it comes to Driving Member Loyalty
One is a Lonely Number: Especially When it comes to Driving Member Loyalty Recently, IHRSA reported a preliminary Net Promoter Score (NPS) benchmark for the health and fitness club industry. According
More informationwww.thecustomerexperience.es
www.thecustomerexperience.es 2 four How to measure customer experience Carlos Molina In most organizations, CRM strategy now focuses on customer experience. Measuring customer experience has thus become
More informationExpert Angle: Treating Employees as Customers
Expert Angle: Treating Employees as Customers Many executives and training organizations point directly to employee attitudes and behaviors as the cause of more than 2/3 of customer dissatisfaction and
More informationJiffy Lube Uses OdinText Software to Increase Revenue. Text Analytics, The One Methodology You Need to Grow!
Jiffy Lube Uses OdinText Software to Increase Revenue. Text Analytics, The One Methodology You Need to Grow! The Net Promoter score (NPS) is considered the most important customer loyalty metric by many
More informationBeyond Net Promoter Scores
Beyond Net Promoter Scores Understanding Customer-Generated Word of Mouth A Shirman Group Client Brief The highly popular Net Promoter Score (NPS) customer satisfaction metric has gained broad adoption
More informationTelemarketing- Customer Satisfaction Campaigns
Telemarketing- Customer Satisfaction Campaigns Why undertake them? An overview Insight into Customer Satisfaction Surveys Customer Satisfaction surveys are often overlooked as a core marketing activity,
More informationService Operations Management: Improving Service Delivery 3 rd Edition. Robert Johnston and Graham Clark. FT Prentice Hall 2008
: Improving Service Delivery 3 rd Edition Robert Johnston and Graham Clark FT Prentice Hall 2008 ISBN: 1405847328, 552 pages Theme of the Book The focus of the book is service delivery and the objective
More informationBest Practice in measuring Customer Satisfaction
Introduction A company exists because of its customers. A famous economist, Theodore Levitt once said The purpose of a business is to create and keep customers. If this is true, then why is so little time
More information10 Rules for Customer Experience Excellence
10 Rules for Customer Experience Excellence Rule1: Have a Deep Understanding of Your Customer before You Design or Implement any Customer Experience Program. This may sound like an obvious rule but one
More informationThe customer experience: have customers been forgotten?
The customer experience: have customers been forgotten? In the current economic climate, keeping customers happy ought to be at the top of every company s agenda. But many managers are simply too bogged
More informationOur unique perspective on brand and comms tracking
Our unique perspective on brand and comms tracking Hamish Asser Research Director Introducing BrandBox A powerful, flexible and transparent brand tracking tool that monitors brand performance and identifies
More informationGE Capital The Net Promoter Score: A low-cost, high-impact way to analyze customer voices
GE Capital The Net Promoter Score: A low-cost, high-impact way to analyze customer voices The Net Promoter Score: A low cost, high impact way to analyze customer voices GE Capital s Net Promoter survey
More informationthe big key criteria for a great SaaS company
Sometimes called cloud-based, web-based, or on-demand, Software as a Service ( SaaS ) is a way of delivering applications over the internet. Instead of installing software locally, you simply access it
More informationFive steps to improving the customer service experience
Five steps to improving the customer service experience Metrics, tips, and tools for utilizing customer feedback An Ovum White Paper Sponsored by Publication Date: January 2012 INTRODUCTION As the use
More informationBest Practice in Customer Experience Management
Best Practice in Customer Experience Management This report looks at best practice in implementing voice of the customer programmes to help retail businesses understand what their customers want and how
More information2013 Satisfaction Survey. How are we doing? Easier to Read Version
2013 Satisfaction Survey How are we doing? Easier to Read Version We asked people some questions about their support. Here is some of what people said and the changes we will make. That someone who knows
More informationThe Role of Feedback Management in Becoming Customer Centric
A Customer Centricity White Paper 5 Old Coach Road Hudson, NH 03051 603-491-7948 www.customercentricity.biz The Role of Feedback Management in Becoming Customer Centric By Stewart Nash QuestBack Boston
More informationTemkin Group Insight Report
ROI of Customer, 2014 CX Highly Correlates to Loyalty Across 19 Industries, Delivers Up To $460M Over 3 Years By Bruce Customer Transformist & Managing Partner Group September 2014 Group info@temkingroup.com
More informationIs your business as customer-centric as you think? Customer Experience
1 You can t create a truly customer-centric business culture without delivering actionable and tailored customer insight to every employee every time they touch customers. Companies that hold back from
More informationCultivate Subscriber Loyalty by Refining the Digital Experience
White Paper for Telecommunication Companies Cultivate Subscriber Loyalty by Refining the Digital Experience Abstract Understanding how the digital customer experience impacts brand promotion gives telecommunications
More information2015 Customer Success Industry Trends Report
2015 Customer Success Industry Trends Report Table of Contents 3 EXECUTIVE SUMMARY 4 MEET THE SURVEY RESPONDENTS 6 WHO DOES YOUR HEAD OF CUSTOMER SUCCESS REPORT TO? 8 HOW WOULD YOU CHARACTERIZE THE MATURITY
More informationTurning an enriched customer experience into a valuable asset
Turning an enriched customer experience into a valuable asset To continue driving financial performance and growth, Communications Service Providers (CSPs) need to improve the customer experience they
More informationReal time feedback simple way to Customer Experience Management
Real time feedback simple way to Customer Experience Management Zbigniew Nowicki Customer Experience Management Key facts about opiniac.com platform 2 opiniac.com a short story Web analytics offers you
More information2015-16 Event Calendar
-16 Event Calendar Date & Time Event Details Location & Cost CSN Academy: Customer Engagement Training Programme 14 th October 9.30am-1.00pm Engaging with Customers As part of the launch of our new customer
More information6 SECRETS TO OFFERING EXCEPTIONAL CUSTOMER SERVICE
6 SECRETS TO OFFERING EXCEPTIONAL CUSTOMER SERVICE Introduction THE SERVICE GAP The vast majority of people are not experiencing great service. Nearly a third of consumers believe that businesses are now
More informationThe advice challenge: Understanding what clients value
The advice challenge: Understanding what clients value Life s better with the right partner 2 The advice challenge: Understanding what clients value The advice challenge: Understanding what clients value
More informationCustomer Experience Management
Customer Experience Management Best Practices for Voice of the Customer (VoC) Programmes Jörg Höhner Senior Vice President Global Head of Automotive SPA Future Thinking The Evolution of Customer Satisfaction
More information06. Create a feedback loop. 01. Create a plan. 02. Improve People skills. 07. Get a tool that supports the workflow. 03. Keep your promises
01. Create a plan 06. Create a feedback loop Plan how you are going to provide better customer service and take help from both staff and customers. 02. Improve People skills Service is a skill and people
More informationCelebrus for Telecommunications: Deepening customer intelligence with individual-level digital data
SECTOR SOLUTIONS Celebrus for Telecommunications: Deepening customer intelligence with individual-level digital data p1 Introduction Today s Telecommunications sector is highly dynamic. Firstly the very
More informationHow Australia s utilities can boost customer loyalty
How Australia s utilities can boost customer loyalty As growth slows in Australia s electricity and natural gas markets, keeping customers happy becomes more important than ever. By Katrina Bradley and
More informationA Quick Guide to Social Customer Service: Measure, Refine & Scale
A Quick Guide to Social Customer Service: Measure, Refine & Scale Measuring how well your Social Customer Service program is working for both your customers and your business is not easy. For the last
More informationASIA S CUSTOMER EXPERIENCE MANAGEMENT LANDSCAPE 2015
Asia s Customer Experience Management Landscape 2015 1 ASIA S CUSTOMER EXPERIENCE MANAGEMENT LANDSCAPE 2015 Companies across Asia are waking up to the importance of providing consistent customer experiences,
More informationconsumerlab Keeping Smartphone users loyal Assessing the impact of network performance on consumer loyalty to operators
consumerlab Keeping Smartphone users loyal Assessing the impact of network performance on consumer loyalty to operators An Ericsson Consumer Insight Summary Report June 2013 contents USER BEHAVIOR IS CHANGING
More informationCustomer Experience Management
Customer Experience Management 10 tips for the successful development and execution of Chris Bland Research Director SPA Future Thinking Introduction, sometimes referred to as Customer Feedback Programmes,
More informationCustomer Experience Strategy
Customer Experience Strategy 2012 2017 Strategy owner: Executive Director Customer Services Customer Experience Strategy Feb 2013 v1.2 1 Defining and implementing a new Customer Experience strategy The
More information6 SECRETS TO OFFERING EXCEPTIONAL CUSTOMER SERVICE. 2013 salesforce.com, inc. All rights reserved.
6 SECRETS TO OFFERING EXCEPTIONAL CUSTOMER SERVICE 2013 salesforce.com, inc. All rights reserved. > Intro INTRODUCTION The vast majority of people are not experiencing great service. Nearly a third of
More informationCustomer Experience Management (CEM) Technology: What, Why, and How Does It Work
Customer Experience Management (CEM) Technology: What, Why, and How Does It Work February 2005 Executive Summary A new class of technology has arrived. Customer Experience Management (CEM) Technology delivers
More informationSEYMOUR SLOAN IDEAS THAT MATTER MOVING BEYOND CUSTOMER EXPERIENCE TOWARDS CUSTOMER ENGAGEMENT - A WINNING APPROACH
SEYMOUR SLOAN IDEAS THAT MATTER MOVING BEYOND CUSTOMER EXPERIENCE TOWARDS CUSTOMER - A WINNING APPROACH INTRODUCTION The traditional discussion within organisations has always focused around the customer
More informationThe New Customer Experience Manifesto. How to Create a Customer Experience Board
The New Customer Experience Manifesto How to Create a Customer Experience Board How to Create a Customer Experience Board If you agree delivering superior customer experience is vital to your business,
More informationMaking the Case for Service Recovery - Customer Retention
Making the Case for Service Recovery - Customer Retention Service Recovery is one of the key ingredient s to good service, leading to happy customers and we all know happy customers are very good for business,
More informationImprove customer experience with your call center
Improve customer experience with your call center 1 Table of Contents Welcome to the Age of the Unloyal Customer Superior Service Is More Difficult Than It Looks Segmented customer touchpoints Who is responsible
More informationA Guide to the Net Promoter Score for Law Firms
A Guide to the Net Promoter Score for Law Firms Learn how to effectively measure and track your client satisfaction using the Net Promoter survey method for law firms. Copyright 2014 Inavero, Inc. All
More informationCEM+ Snapshot. Introduction
Defining Your Customer Experience JOURNEY Many organisations seek to differentiate through customer experience, yet few have a systematic process for doing so. Different executives have different ideas
More informationWhat s in a number? NPS, Effort and CSAT
What s in a number? NPS, Effort and CSAT Customer feedback metrics - how they perform, what influences them (and what doesn t), how best they can be applied and how to get the most from them. Thomas Cowper
More informationHow healthy is your business?
How healthy is your business? Five Steps for Getting and Retaining Customers in the Fitness, Health and Wellness Industry + Plus, How to determine if a Customer Feedback Management (CFM) Program is right
More informationAfro Ant Conversation. Change Management Return on Investment 3 April 2014
Afro Ant Conversation Change Management Return on Investment 3 April 2014 Overview This report documents the information gathered at the Afro Ant Conversation held on the 3 rd of April 2014 on the topic
More informationWhich is why TMI is here to help. We have to admit it. we really love what we do.
We have to admit it. we really love what we do. We get to work with great brands to create brilliant customer experiences that their customers love and their employees can t wait to deliver. It s not just
More informationChoosing the right CX metric
STRATEGIC ACCELERATION SERVICES Choosing the right CX metric By Donnovan D. Simon A review of CX metrics Many companies invest lots of time and money measuring how their customers feel about their company,
More informationAnswerNow Guides Why Live Service Matters!
Consider this: a 2% increase in customer retention has the same effect as cutting costs by 10%. That means that simply by keeping a small number of your customers from jumping ship, you can save money
More informationHow to benchmark your service desk
How to benchmark your service desk Internal benchmarking is an incredibly powerful tool and combined with elements of selective quantitative external benchmarking and qualitative work - can provide a true
More informationBuilding Customer Loyalty
Building Customer Loyalty e-contact Conference, Mexico City, 7 May 2002 Presented by Jennifer Howe VP Strategic Partnership, APLA CRM. The facts. the value drivers of a business are becoming increasingly
More informationPipelinePub.com. Account maintenance costs decline as a percentage of total costs (or as a percentage of revenue).
PipelinePub.com July, 2006 Volume 3, Issue 2 QoS and Customer Satisfaction: A Study By Vivek Khattar, IMRB International. An individual lives the role of a family man, worker, a citizen and consumer every
More informationB2B Customer Satisfaction Research
Circle Research White Paper B2B Customer Satisfaction B2B Customer Satisfaction Research IN SUMMARY This paper on B2B customer satisfaction research: Identifies why customer satisfaction matters Provides
More informationExceptional Customer Experience AND Credit Risk Management: How to Achieve Both
Exceptional Customer Experience AND Credit Risk Management: How to Achieve Both Lynn Brunner Experian and the marks used herein are service marks or registered trademarks of Experian Information Solutions,
More informationHow To Analyze Customer Experience
Customer Experience Analytics By eloyalty s Marketing Solutions Service Line 9.16.2003 OPTIMIZING CUSTOMER INTERACTIONS Customer Experience Analytics Abstract This paper will describe a method of quantifying
More informationBriefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24
Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding
More informationIf E.ON Can So Can You!
If E.ON Can So Can You! A Systematic Approach To Help You Keep All The Customer Experience Plates Spinning 1 Key take aways 01 02 03 Customer Centricity Framework Best practices for working cross regionally
More information4 Cold, Hard Customer Experience Truths
4 Cold, Hard Customer Experience Truths Uncovering the reality of the service experience in today s age of the consumer A WHITEPAPER BY SPi GLOBAL AND CALL CENTER IQ There are four cold, hard truths that
More informationMarketing and the 7Ps
Marketing and the 7Ps www.cim.co.uk/marketingresources The Chartered Institute of Marketing 2005 www.cim.co.uk/knowledgehub 1 ONE What is marketing? Marketing is the management process responsible for
More informationImproving Customer Satisfaction to Accelerate Your Business Results
Improving Customer Satisfaction to Accelerate Your Business Results Adrian Posteraro Managing Director Agenda About Presenter Why Customer Satisfaction (CSAT) Benefits of CSAT How to Implement a CSAT Process
More informationCEM+ Customer experience survey. What drives customer loyalty and advocacy for your brand? Introduction
What drives customer loyalty and advocacy for your brand? Most organisations turn to their customer satisfaction data for the answer but gain little in the way of insight. That s because many satisfaction
More information5 costly mistakes you should avoid when developing new products
5 costly mistakes you should avoid when developing new products By Paul Forsythe Managing Director at Alemare Solutions And Product Development expert with 25 years experience Hello, As you will know,
More informationFlightdeck provides highly effective Client Relationship Management for Accountants
C R M Flightdeck provides highly effective Client Relationship Management for Accountants Improve team working and communication Gain tighter control of your business Manage time and fees effortlessly
More informationGet Better Business Results
Get Better Business Results From the Four Stages of Your Customer Lifecycle Stage 2 Service A white paper from Identify Unique Needs and Opportunities at Each Lifecycle Stage Each stage in the customer
More informationDATA-ENHANCED CUSTOMER EXPERIENCE
DATA-ENHANCED CUSTOMER EXPERIENCE Using big data analytics to gather essential insight into user behaviors ACTIONABLE INTELLIGENCE Ericsson is driving the development of actionable intelligence within
More informationMaximizing Your Customer Experience Management Metrics
Maximizing Your Customer Experience Management Metrics For Internal Use Customer Experience Is The New Brand Image Other people s experiences influence everyone Good and bad experiences impact non-customers
More informationLoyalty. Social. Listening
Loyalty Social Listening Listen Understand Engage We integrate Social Listening data with existing research and other data to help our clients drive brand preference and customer loyalty Loyalty Social
More informationVodafone Red Paper Getting closer to your customers Issues Change Solution
Issues Change Solution How to get closer to your customers Communicating with customers on their terms Every channel available The Internet enables easier comparison of companies, particularly of price,
More informationto selection. If you have any questions about these results or In the second half of 2014 we carried out an international
Candidate Experience Survey RESULTS INTRODUCTION As an HR consultancy, we spend a lot of time talking We ve set out this report to focus on the findings of to our clients about how they can make their
More informationA Best Practice Guide to Accounting Outsourcing.
A Best Practice Guide to Accounting Outsourcing. 30 March 2015 Contents 1. Introduction... 3 2. What is Best Practice?... 4 3. Identifying Your Target Market... 5 4. Design Your Process... 7 5. Management
More informationWhy Your CRM Process is Destroying Your Team s Prospecting and How to Fix It
Proof of Prospecting Why Your CRM Process is Destroying Your Team s Prospecting and How to Fix It When implementing any kind of sales improvement program, most sales organizations understandably focus
More informationCatching People Doing Things Right
Catching People Doing Things Right A Simple Idea... Imagine if you could make it really easy for customers to give positive feedback What would you do with the flow of Thank You s and good news stories?
More informationTHE NATIONAL MEASURE OF CUSTOMER SATISFACTION
THE NATIONAL MEASURE OF CUSTOMER SATISFACTION Wave 3 Results: Summer 2008 The Institute of Customer Service has released the results for the latest UK Customer Satisfaction Index (UKCSI) which is the National
More informationRevealing the strategies and results of your peers. The five myths. of complaints management
Revealing the strategies and results of your peers The five myths of complaints management introduction Record levels of complaints - and the growing realisation that efficient complaints management could
More informationyou Customer Satisfaction Survey 2009
Customer Satisfaction Satisfaction Index TM league table 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Survey 2009 At we re working hard to change the way we run our business to give you the best possible service,
More informationMoving from Customer Service to Customer Experience
LearningDiscoveriesClub Learning for tomorrow Moving from Customer Service to Customer Experience Discoveries Report Winter 2012/13 To view the full 36 page report, please register to become a member of
More informationMORE THAN SATISFACTION Customer Experience Management
MORE THAN SATISFACTION Customer Experience Management Winning new clients is much harder and more expensive than RETENTION of existing ones. Many companies are focused on measuring customer satisfaction
More informationCreating and Monitoring Customer Satisfaction
Creating and Monitoring Customer Satisfaction Prepared by Daniel Wood Head of Research Service Desk Institute Sponsored by Introduction Customer satisfaction is at the heart of everything that the service
More informationCustomer Retention A way of business life for the successful
Customer Retention A way of business life for the successful Are all your customers happy customers. Do they buy and move on, or buy and buy again? Do you even know if they have left and if not how many
More informationLEVEL UP YOUR ADVOCATE MARKETING GAME
LEVEL UP YOUR ADVOCATE MARKETING GAME 10 CUSTOMER ENGAGEMENT TIPS AND TRICKS PRESS Imagine a world full of eager, enthusiastic advocates; fun and fascinating asks and amazing, motivating rewards. A world
More informationConsumer Awareness Guide. Using Recruitment Agencies
Consumer Awareness Guide Using Recruitment Agencies Prepared By Ian M Campbell Avenue Scotland Introduction At Avenue Scotland, we take great pride in the honest, professional service we provide. We have
More informationBest in Class Customer Retention
Take your business to the next level Best in Class Customer Retention A 5% Improvement Can Double Your Bottom Line Profits Free Sales and Marketing Audit Call 410-977-7355 Lead Scoring, Prioritization,
More informationThe Case for Improving the B2B Customer Experience
The Case for Improving the B2B Customer Experience How better customer experiences can help you drive profitable growth and create competitive advantage I preferred the Other Brand s product but I bought
More informationThe problem with the motor industry? Too much choice. No customers? No business. Not for you? Think again.
How to cut costs, guarantee to answer every phone call and improve profits without cutting any corners Discover the powerful customer retention secret weapon used by many successful motor dealerships If
More informationHow To Write A Customer Profile Sheet
How to understand your customers needs and expectations. This information sheet will help you to A) improve the way you collect information from and about your customers. B) use the information to plan
More informationBENCHMARK STUDY PRESENTATION
BENCHMARK STUDY PRESENTATION CUSTOMER EXPERIENCE March 2015 Ottawa Who is Services Triad 2 Founded in Montreal in 1996 Works with CRC (Contact Relation Centres) in all fields (private and public) 3 core
More informationRunning a successful golf club
Running a successful golf club Issue 1 Membership and Customer Relationship Management (CRM): Why profiling is key to retention An ebook by NFS Technology Group www.nfs- hospitality.com How to run a successful
More informationintroduction to customer retention
introduction to customer retention Increasing Customer Retention Reduce Attrition Ask if anything is wrong Sell and sell again Frequent communication Deliver extraordinary service A complaint is a gift
More informationEnhancing the customer experience through effective use of your DMS
White Paper Enhancing the customer experience through effective use of your DMS Looking after your customers is a crucial element for the success of any business, whether that relates to simple customer
More informationFrom Issue to Action Evaluating the experience in the foundation of a CX program for a global player within the webhosting industry
From Issue Evaluating the experience in the foundation of a CX program for a global player within the webhosting industry CX Forum, Bern, 15.11.2012 Michael Galla 1&1 Internet AG 2010 Page1 1&1 Hosting
More information7 Secrets To Websites That Sell. By Alex Nelson
7 Secrets To Websites That Sell By Alex Nelson Website Secret #1 Create a Direct Response Website Did you know there are two different types of websites? It s true. There are branding websites and there
More informationReducing Customer Churn
Reducing Customer Churn A Love Story smarter customer contact Breaking up is hard to do The old adage that it s cheaper (and better) to hold onto an existing customer than to acquire a new one isn t just
More informationCustomer Engagement FY15. 1. Introduction. 2. Customer Engagement. 3. Management Approach
1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed
More informationDeveloping an effective complaint classification system
Developing an effective complaint classification system www.usefulfeedback.com A UsefulFeedback Publication Contents Introductions 3 Examples 3 Regulatory requirements for classification 4 Customer journey
More information